I. Executive Summary:
CrossRoads, a partnership ltd. Company manufacturing high quality Billiard and Snooker Accessories in Bangladesh. We are the pioneer in manufacturing Billiard and Snooker Accessories in the country. The products we are manufacturing are Billiard Board, Balls, cue and range.
In producing our products we are going to use the raw materials from our country. We will use Shagun wood from Sylhet which will be collected from Savar. Also we are going to use ceramics and plastics from RAK industries. Wood used in the making of table will be highly furnished so that the harsh weather of Bangladesh cannot affect any quality of the Billiard board.
Our company is equally partnered. 5 members of our company each has 20% share in it.
Our target market is upper and upper middle class people of the society. Our future plan is to export the Billiard board. The specialty of our product is high quality, user friendly. The establishment date of our business is 20-08-2012. Our sources of funds are personal investments and SME Loan.

II. Brief Description of the business: 1. Name of the Business: CROSS ROADS Billiard Co. 2. Nature of the Business: Manufacturing 3. Sector/ Industry: Billiard & Snooker Accessories 4. Objectives: Provide quality Billiard board and Accessories to the potential customer. 5. Employment: Types of Employee | Skilled | Semi- Skilled | Unskilled | Permanent | 5 | 8 | 0 | Temporary | 2 | 2 | 3 | Total | 7 | 10 | 3 |

6. Brief Introduction of the Entrepreneurs: SL. No | Name & Address | Educational Qualification | Experience in Other Business | Business Experience | Ownership | 1 | Quazi Nazmus Sakib | BBA | N/A | N/A | 20% | 2 | Md. Sarower Mahabub | BBA | N/A | N/A | 20% | 3 | Sartaz Fattah | BBA | N/A | N/A | 20% | 4 | Ovi Julius Palma | BBA | N/A | N/A | 20% | 5 | Tazim Ahmed | BBA | N/A | N/A | 20% |

7. Type of Ownership: Partnership 8. Total Investment: Initial Investment | Fixed Assets | Current Assets | Total | 1,895,050 | 147,000 | 822,000 | 969000 |

9. Loan & Equity: Loan | Equity | Total | 1600000 | 295050 | 1895050 |

III. Description of Products:
1. Products:
The products that we are going to produce are the Billiard Board, Balls and Billiard cue
2. Important features of the product:
1. High quality
2. Low price
3. Flexible
4. User friendly
5. Available
3. Advantages:
1. Low raw material cost
2. Cheap Labor
3. No local competitor
4. Booming market
5. Popularity of the particular game
4. Disadvantages:
1. Imported products
2. Lack of startup capital
3. Foreign competitor
4. Bureaucracy difficulties

IV. Marketing Plan

4.1 Major Competitors and Their Position
Bangladesh has a huge prospect over Billiard games. As a result many are now interested in getting involved with this game for a business purpose. Unlike other popular games of Bangladesh, “Billiard” is a little sophisticated game and requires certain class of people with high expenditure. People who are interested in playing this game are either from upper class or upper middle class of the society. To serve this class of people there are already some existing marketers of billiard boards in Bangladesh. Though they all are directly importing products from overseas manufacturers. Still all of these marketers impose threat to our business. Their market share is also high and they already have created a sense of reliability among our target segment. Some of our direct competitors in the market are stated below, 1. Bangladesh Billiards & Snooker Federation 2. Sportex Co., Ltd 3. Haq& friends Ltd 4. Sharma Billiard Accessories, Bangladesh
Bangladesh Billiards & Snooker Federation: Bangladesh Billiards & Snooker Federation is the authority concern for Bangladesh for billiard games. This federation is currently governed by Syed Mahboob who is a former secretary of Asian Confederation of Billiards Sports (ACBS). This organization has been working for the improvement of Billiard games popularity in Bangladesh since 2000. They also import billiard boards and sell them to local users.
Sportex Co., Ltd: Sportex Co., Ltd is an international organization serving in Bangladeshi market since 2006. They import products from their foreign subsidiaries. Basically Sportex is a Canadian originated organization serving in multinational manner.
Haq& friends Ltd: Haq& friends Ltd is an import based company in Dhaka. They import different sports accessories from abroad and also manufacture sports accessories. They import Billiard boards from different countries to Bangladesh. One of the notable brands which they import is BERINGER.
Sharma Billiard Accessories, Bangladesh: Sharma Billiard Accessories is a company of Sharma Billiard Accessories India. They are doing business in Bangladesh for the last two years. Their products are produced in India and directly imported solely from India.

A comparison of current market share of billiard board importers in Bangladesh is given below,

Figure 1: Importers Market Share (BBSF:2004)

4.2 Comparison with Competitors
Among all of our competitors only Sharma Billiard Accessories is trying to set up a manufacturing plant in Bangladesh. Some Strength over our competitors, 1. Cheap Priced: Our competitors have to pay a handsome amount of money for the import taxes which we don’t require this will lower our cost and we can serve the market with cheap priced products. 2. Better Quality: CrossRoads are going to use the raw materials from Bangladesh in producing all products Tables, Cues, Balls etc. We will use high quality “Shagun” woods from Sylhet, marbles and plastic from RAK industries and clothing from local market. These will ensure good quality products to the users 3. Reparability: As CrossRoads are going to develop Production plant here in Bangladesh it would be very easy to repair our products if required. As for other competitors they need to import the repair parts from abroad and then repair their sold products. Sometimes their sold products are irreparable as spare parts are not always available to import from abroad.

Some of the weaknesses detected while comparing with our competitors, 1. Competing companies already have established a sense of reliability among buyers. 2. Our weak Organizational structure.

In comparing with our competitors we found some opportunities, 1. Untapped segments: Nowadays some new segments are born such as, Developers, Interior decorators etc. We can grab these markets before our competitors. 2. Bank Loan: As crossroads are going to manufacture Billiard boards there will be ample scope for bank loan. Unlike our competitors we are not importing so banks will be more interested to invest on other competitors than on us.

Threats from our competitors, 1. Industry Politics: In Bangladesh Billiard accessories marketers are governed by Bangladesh Billiards & Snooker Federation. So as a new organization it would take time for us to create relation with Bangladesh Billiards & Snooker Federation over other competitors 2. Expandability: Our competitors have the potential to expand their business to manufacturing.
A very brief Comparison among our competitors and us, | Strength | Weakness | Opportunity | Threat | Cross Roads | Cheap Price | New in market | Exportability | Well established Competitors | Bangladesh Billiards & Snooker Federation | Governing concern | High price | Authority over other competitors | Government intervention | Sportex Co., Ltd | Multinational brand | High price | Customer reliability | Import tax | Haq & friends Ltd | Increasing Market share | High price | Manufacture | Govt. laws | Sharma Billiard Accessories, Bangladesh | Indian Brand | High price | Manufacture | Import tax |

4.3 Marketing Area
In Bangladesh, Billiards & Snooker accessories market is currently in a growing state. There are new competitors coming in the market, existing marketers are also growing to their extent. Still there are latent potentials in the market to develop this industry. The target segment is also getting richer day by day.
To market Cross Roads products we need extensive promotion in our targeted niche market. We will require promotion in Recreational Clubs, Premium Clubs, Snooker & Billiard centres, Developer organizations, Decorators etc. We will emphasize on promoting our products via the Bangladesh Billiards & Snooker Federation as well.
As we are producing billiard boards in Bangladesh there is also a huge prospect of exporting our products. In South Asia there are very few producers of Billiard Accessories. After we reach our breakeven and have enough capital to produce and serve foreign markets we will extend our business in exporting.

4.4 Target Customer
Initially Cross Roads are going to emphasize on targeting customers on a BUSINESS 2 BUSINESS manner. In Bangladesh billiard boards still doesn’t have appeal over individual buyers rather the business users of Billiard boards are increasing. Different indoor sports centre, club houses, recreation clubs etc. are increasing day by day as per the improvement of lifestyle among Bangladeshi people. So we will define our target customers segment on two geographical locations primarily. Dhaka and Chittagong will be our first target. Later on we will have the opportunity to emphasize on other urban cities all over Bangladesh. In Dhaka and Chittagong our primary focused segment will be, 1. Recreational Clubs 2. Premium Clubs 3. Indoor Sports Centers 4. Billiard and snooker Centers 5. Developer Organizations 6. Decorators etc. 7. Individual Users
Our target segment is mainly business buyers they will focus on price and quality both. Our main motive is to remain competitive in the market and serve our customers with quality.

4.5 Price
Prices of our produced goods are stated below, | PRODUCTS | UNIT PRICE | 1. | Billiard Tables (Basic package) | BDT 70000 | 2. | Billiard tables (Premium package) | BDT 85000 | 3. | Balls | BDT 2000-5000 | 4 | Cues | BDT 5000-10000 | 5. | Range | BDT 800-2000 |

4.6 Sales Forecasting
To gain our breakeven we plan to sell the below stated quantity each quarter. So our total sales will be, | PROJECTED SALES | Year | Products | Quantity | Unit Price | Total Taka | 2013 | Pool Table Set | 40 | 50000 | 200000 | 2014 | Pool Table Set | 60 | 50000 | 300000 | 2015 | Pool Table Set | 80 | 50000 | 400000 | 2016 | Pool Table Set | 100 | 50000 | 500000 |

4.7 Marketing Strategy We have an already existing market for our products and there are already many players in the market. In order to compete in this industry we need to follow the market penetration strategies and attract customers with low priced and high quality products.
Our company is very new in the industry and to bear the start-up cost we need to achieve our target sales in every month. Because we have to repay bank loans and also we have plan to expand in a very short time. To achieve sales target we the owner members of the company will not be entitled for any profit before reaching breakeven.
To reach our target sales we are going to market our products focusing on differentiation and low cost strategies. Our product has some uniqueness over competitor’s products, these needs to be highlighted. Such as, we can repair our products if necessary at one stop. Also we are providing our products in a very low price than other competitors. a. Promotional Strategies: in order to promote our product in the market we are going to use such tools that are going to reach our target segment only. As for a low capital company we will be emphasizing on selective advertising. The tools to be used in our promotion are Sports Magazine advertisements, posters and leaflets. Our target consumers can be easily reached by sports magazine advertisements. On the contrary for new clients and company publicity posters in different Billiard centres will grab attention. Leaflets along with product features and price will be also distributed among our target segment. Another publicity initiative for our company will be, we are about to sponsor monthly Snooker competition in Dhaka and Chittagong and have kept a provision for game sponsoring in our monthly marketing expenditure. It will be named as CrossRoads Billiard Championship which will add up to our brand value and people will know about our products also from these competitions. b. Pricing Strategies: We have set the price of our product in order to penetrate the market. We ensure the lowest price in the market and will be able to grab market share with this low price. As our production increase we will be able to lower price of our products even more which will create competitiveness among competitors. Many other competitors will try to lower their price but as all of them are importing their products it won’t be easy for them to compete with our price. c. Market Expansion strategies: We have ample scope to expand our market. There are many opportunities in this industry. Domestic requirement of our products are about to increase also there is a chance to export the product overseas to grab the foreign market. To expand our market internationally we will be emphasizing on the south Asian countries as this game has started gaining popularity among these countries.

d. Distribution strategies: As we have stated earlier we will distribute our products initially to Dhaka and Chittagong market and afterwards if buyers from other districts are interested to buy our product we will serve accordingly. Our products will be sold in packages and also separately.
Basic Package= 1(pool table) + 2(cue) + 1(range) + 1(8ball set)
Premium Package= 1(pool table) + 4(cue) + 1(range) + 2(8ball set)

4.8 Marketing Budget

Sl no. | Items | Budget | 1. | Promotion + Sponsorship | BDT 15000 | 2. | Distribution of Product | BDT 20000 | 3. | Sales Commission | BDT 0 |

4.9 Risk of Business Our company is manufacture based. There are certain external and internal factors that can impose risk to our business. External Factors: 1. Political unrest 2. Competition 3. Economy 4. Infrastructure 5. Government laws Internal Factors: 1. Capital 2. Cash Flow

V. Operation Plan:
1. Stages in production process:
Description of production process:
Construction techniques vary among manufacturers. The following description represents a generic process rather than an accurate account of a particular manufacturer's methods.
Production process of Billiard Table:
Preparation of components: * 1 Edge liners made of 0.75-in (2-cm) thick 1 × 8-in (1.9 × 18-cm, finished size) and 1 × 4-in (1.9 × 9-cm, finished) lumber are glued to the bottom of the slate around the edges. The wider strips are placed under the edges where pockets will be located. Until the wood glue is dry, the liners are clamped securely to the slate. * 2 Following the pocket cutouts in the slate, pockets are sawed through the liner. Bolt and screw holes for attaching the rails and the table body are drilled in the liner to match the precut holes in the slate. * 3 Sides for the body frame are cut from 2 × 12-in (4 × 28-cm, finished) lumber. Corners and top edges of the four sides must be carefully cut because once assembled, they will slope inward at a 15° angle from top to bottom. The frame is made smaller than the slate, so the slate overlaps the frame by 3.5 in (9 cm) on each side of the table. The sides are glued and nailed or screwed together. * 4 Legs are prepared for the table. Solid wood pieces may be carved in decorative shapes, or hollow legs can be built by assembling wood sheets in a box shape. Wooden leg supports are glued and screwed into each corner of the frame. * 5 A slate frame is built on the top edges of the body frame. Strips of 1.5 × 3-in (4 × 8-cm) wood are attached so they overhang the body frame by about me in (2.5 cm), except at the corners. Two cross members made from 2 × 6-in (4 × 14-cm, finished) lumber are glued and screwed between the long sides of the slate frame to support the

Once the seams are sealed on the pool table frame, the bed cloth is stretched tightly over the frame and secured.
Slate seams. A longitudinal support may be installed along the center of the frame, between the short sides. Pocket holes are cut in the corners and long sides of the slate frame. * 6 Lower and upper rail components are sawed from appropriate woods. They are glued together to make six laminated sections 1.75 in (4.5 cm) thick and long enough to fit between each successive pair of pockets. The face angles on the rail are cut precisely for proper positioning of the rubber cushion. A groove is cut along the top edge to accept an anchoring strip for the cloth that will ultimately cover the rail. * 7 Circular-or diamond-shaped sights are carefully placed at three locations on each rail section. * 8 An apron (also called a blind) section about 4 in (10 cm) wide is cut to match the length of each rail section. This component will cover the ends of the slate and liner, slate frame, and body frame. * 9 Each component is stained, fine sanded, and finished with catalyzed vamish, lacquer, and/or furniture wax. Rubber cushions are glued to the rail sections.
Assembly of components: * 10 Legs are bolted to the underside of the table body. The structure is checked for level, and shims are inserted between the legs and the body if necessary. * 11 The three sections of slate are screwed into place atop the table body. Shims may be placed as needed under the slate liners to ensure a flat, level surface. The seams between the three slate sections are sealed with hot wax, with any residue being carefully removed from the top surface. * 12 Cloth is stretched tightly and uniformly across the slate, with the edges wrapped over the slate liner and stapled to its edges. Rail faces are also covered with cloth. * 13 The rail sections are joined by inserting the pins of the pocket irons into holes drilled in the ends of each rail section. Bolts inserted upward through the slate are used to secure the rail atop the slate. Care must be taken to ensure that the sections are installed straight and tight. Pocket liners or ball return ramps are attached. * 14 Blinds are glued and screwed to the bottoms of the rails and the edges of the slate liner.

Production Process of Billiard Balls:
Billiard balls are initially manufactured by creating a small cured resin core that is approximately 2 inches in diameter. This core is then covered with yet another coating of hardened resin using machines that ensure a perfect sphere without any pockets of air or other contaminating debris. It is during this process that any inlays are added to the balls, including colors, numbers and stripes. At the conclusion of the coating process, the balls are fed into special polishing machines that rotate and buff them at high speeds, adding specialized chemicals that bring the outer layer finish to a near-mirror shine.
Production process of Billiard Cue:
The requirements that are needed in making a pool cue are rather complex. One might also need to visit a workshop, such as the carpenter’s workshop. The manufacturing process requires a lot of wood working; hence it is advisable to take the help of a person who has mastered the art of wood-turning. The basic instrument that is used to make the pool cue is a wood lathe. In addition to the wood lathe one also requires a micrometer tape measure. The wood from which the cue is carved is maple wood. To make an ideal cue, a piece of hard rock maple wood, that measures 2 by 2 inch and has a length of 57 inches, is required. One can also use any other type of maple wood. A joint pin, drill, carve cutter and a plastic ring are also needed.

Procedure * The first step in making the pool cue is to cut the piece of wood into half. Be very careful in this step, as it is very important to have both pieces of wood exactly 28 and ½ inches in length. One side is the butt of the pool cue and the second piece is the tip that strikes the cue ball. * The lathe machine comes into operation in the second step. Fix the piece of wood on the lathe machine and use the doughnut-shaped blade, which moves on the rail of the machine and carves the wood evenly to make the cue. While carving the wood, make sure that you set the tape of the lathe machine, so that the surface of the handle or butt of the cue tapers down from 17 mm to 14 mm. Keep on using the micrometer from time to time to ensure the taper, and also the diameter of the cue. The more smooth the diameter and taper, the better the cue works on a pool table. * Repeat the same process on the second piece of wood that will become the striking piece of the cue. The only difference is that the taper should measure between 14 mm to 13 mm. * With the help of sandpaper, lightly polish both the pieces of wood. One can also polish the wood to give it a good look and increase the life of the cue. * With the help of a drill, bore holes in the joining tips of the cue. Put in the joining pins in these holes and glue them in. You can also put in the plastic ring, which will act as a shock absorber while playing. * Try out the pool cue on a pool table and enjoy the fruits of your efforts.
You can also modify the next custom pool cues that you make according to your needs. The more straight and aligned the cue stick is the better the cue ball can be struck. Also remember to maintain your pool cue by protecting it from extreme heat and humidity.

Collect Raw Materials
Production process in Flow Chart:

Prepare the components of the table

Assemble the Components of the table

Produce Billiard balls

Produce Billiard cues

Packaging

Quality control and Standard:
Major manufacturers cut wooden components with computer-controlled equipment to ensure precision. They assemble the pieces of each table by hand at the factory, checking for proper fit before disassembling them for shipment. An installer, employed by the dealer rather than the manufacturer, reassembles the pieces at the purchaser's location. The quality of the manufacturing operation and of the installation process is both important for proper performance of the table. Materials used in the table affect the quality, appearance, and cost of the table. An inexpensive table, for example, might have particle board components that do not hold screws or staples as well as solid wood
2. Project Implementation Schedule:
We need 8 months to implement the project. The time required for each activity given in the below table: Sl. No. | Activity | Duration | 1 | Registration process and factory establishment | 4 months | 2 | Recruitment of the worker | 1 month | 3 | Capital acquiring | 2 months | 4 | Purchasing raw materials, other equipments | 1 month |

3. Production capacity:
Peak season of our business is the Eid, Christmas day, other festivals. The off peak season of our business is the rest of the time. Product | Time | Quantity | Unit Price | Taka | Pool Table Set | 1 | 40 | 50000 | 200000 | Pool Table Set | 1 | 60 | 50000 | 300000 | Pool Table Set | 1 | 80 | 50000 | 400000 |

4. List of the Fixed Assets and their Depreciation: Fixed Assets | Quantity | Price | Durability of Assets | Depreciation | Building | 1 | 4000000 | 20 years | 200000 | Machinery & Equipment | 5 | 750000 | 10 years | 75000 | Furniture | 5 | 200000 | 5 years | 40000 | Transport | 2 | 1000000 | 5 years | 200000 | Total | 13 | 5950000 | 40 years | 515000 |

Rate of depreciation: Building-5%, Machinery & Equipment- 10%, Furniture & Transport- 20%.

5. Repair and maintenance Cost of Fixed assets:
Life Span of the fixed assets: Fixed Assets | Life span | Building | 20 years | Machinery & Equipment | 10 years | Furniture | 5 years | Transport | 5 years |

Maintenance the functionality/ Usability of these assets:
We maintain the functionality of these assets very carefully. We maintain the machineries, equipments and transport according to the catalog provided by the suppliers. The repair and maintenance cost of these assets are given below: Fixed Assets | Repair and maintenance cost | Building | 400000 | Machinery & Equipment | 250000 | Furniture | 50000 | Transport | 200000 | Total | 900000 |

6. Cost of Raw materials:
The requirement and the cost of Raw materials given below: Description of Raw Materials | Unit | Quantity | Unit price | Cost | Wood | | 80000 sqf | 25 tk | 2000000 | Slate | | 70000 sqf | 20 tk | 1400000 | Resin | | 70000 sqf | 22 tk | 1540000 | Wood Color | | 1.5 gallon | 20000 tk per gallon | 30000 | Glue | | 2 gallon | 12000 tk per gallon | 24000 | Screw | | 100 kg | 120 tk | 12000 | Total | | | | 5006000 |

Source of Raw materials: We collect the raw materials from the local market. We collect the wood from savar, glue, screw and wood color from nwabpur, slate and resin from Chittagong. The raw materials are available round the year.
Suppliers of the Raw Materials: Name of Raw Materials | Name of Suppliers | Wood | National Timber House, savar | Glue, Screw and wood color | Ali & Sons, Nwabpur | Resin And Slate | Kibria & Co. Chittagong |

7. Work force engaged in Production:
We need 15 direct workers who mainly work for the production. We also need 5 indirect workers mainly work for the marketing promotion supply the finished goods to the end users.
Those who work as an indirect worker need not much training but the direct worker who work in the factory need some training. We recruit a trainer from Malaysia who trained the direct worker. The workers we recruit are available round the year. The wages of the worker are given below: Designation | Post | Wages Yearly | Trainer | 1 | 120000 | Sales executive | 2 | 360000 | Worker | 15 | 900000 | Driver | 2 | 96000 | Total | 20 | 1476000 |

8. Factory Over head Cost: SL. No. | Description | Ref | Cost Yearly | 1 | Utilities | | 600000 | 2 | Depreciation of fixed assets | V. Operation Plan 4 | 515000 | 3 | Repair & Maintenance Cost | V. Operation Plan 5 | 900000 | | Total | | 2015000 |

9. Production cost: Sl. No. | Description | Ref | Cost Yearly | 1 | Cost of Raw Material | V. Operation Plan 6 | 5006000 | 2 | Wages | V. Operation Plan 7 | 1476000 | 3 | Factory over head cost | V. Operation Plan 8 | 2015000 | | Total | | 8497000 |

10. Inventory management:
As our business is product related so we need to maintain inventory. We will store 2 types of inventory one is the raw materials and another is the finished goods. The storage warehouse that we use is rented. We maintain a high security in the business premises. We appoint 4 guards at night for the security purpose.

VI. Organization and Management Plan 1. Organizational Structure: Determining the organization structure is important for a business. We are a small business, so it is difficult to set which structure we will follow specifically at the start. We all have to the works mostly by ourselves. An organizational structure will help us to determine what more talent we will need in the business. Creating a clear and well designed business organization structure is a crucial step in employing competent people to implement all aspects of our business plan – from startup, sales and marketing and to the management team we will need to run the entire operation. Our business will be partnership based business. So there will partners who will share their responsibilities. There will be different departments we have to manage. We will follow functional organization structure which structured around job functions. At first there will be a managing director under which there will be two deputy managing director who will take care of the business under MD. There will be different departments like accounting and finance, sales and marketing, IT, human resource, operations etc. Those will be controlled by us. We will divide our departments according to our specialty of our study. We will make the management team. Our experience is not much as we are new entrepreneurs and we will be graduates when we start our business. Sartaz Fattah has been selected as our MD. Quazi Nazmus Sakib and Ovi Julius Palma have been selected as DMD. They will also manage different departments directly as well as other members of the group. MD

DMD
DMD

Operations
Human Resources
IT
Sales and Marketing
Accounting & Finance

2. Associate/ Partner Organizations: We have not ant partnership organizations but there are different associations like Dhaka Billiard Club, Billiard Association BD etc. We will contact with them to maintain a good relationship in order to get familiar with our potential customers. They have all the information of their members and they help deciding different new clubs and pool places by providing information about the availability of billiard board and where to get them. They also arrange different competitions among their members. So by maintaining a good relationship with them we will spread our network to gain more customers. 3. Succession Plan: Succession plan is very important for a business considering that it provide several benefits to owners and partners. In the absence of MD, one of the DMD will manage the business. As there are different partners, one of them will be decided as a successor. If something happens to one partner, then the total value of the business will come into consideration. We have to find out how much the business is worth and who is contributing in what portion. Then other partners will buy the portion of the proprietor and one of them will be successor. It could happen that current proprietor will leave the business so we have to be ready for each situation. A sound succession plan will ensure an agreeable price for a partner´s share of the business and eliminated the need for valuation upon death because the insured agreed to the price beforehand. It will reduce the possibility of an external takeover by making all plans before. 4. Business Start-up Activities and Cost: There are different business start-up activities. We have to start our business plan preparations by collecting information from different places. It would take a lot of time like 3 to 6 months to collect all the information.

Business Start-up Activities | Time | Cost (Taka) | Business Plan Preparations | 3-6 months | 5000 | Registration and license for business | 1 month | 10000 | Application for loan | 1 month | 5000 | Contract /Agreement | 15 days | 2000 | Purchase of land/Rent | | 60000 | Connection of Utilities (gas, electricity, water) | 3 months | 2000 | Recruitment | 1 month | 3000 | Others | | 1000 | Total | | 88000 Tk |

We have to apply for the registration and license to start our business according to the regulations. Also we have to apply for bank loan in different bank. They will take some time to verify our plan. After that all our partners will reach to an agreement and rent a place for running the business. After that recruitments will be done for running the production process. There will be some other activities and all of this will incur a total cost of 88000 taka (estimated).

5. Office Equipment: There are different fixed assets in the office like 1 table, 3 office chairs and other miscellaneous costs. Table will cost around 3000 taka and 3 office chairs will cost more 3000 taka and total cost will be 10000 taka. Table´s duration is 5 years and chair´s duration will be 3 years which means depreciation of table will be 600 taka per year for table and 1000 taka per year for chairs. 6. Salary of the employees: There will be some 4 employees in the business and one professional trainer will come from Malaysia to give training of our employees in a contract of 3 months. He will come in Bangladesh for duration of 3 months. We will bear all his expenses. Trainer´s plane fair, rent and other costs will be a total cost of 120000 taka for 3 months. 4 other employees will be given a salary of 5000 each per month and a total of 20000 taka. 1 security guard and 1 additional employee who will do all the small work of the office will cost 8000 taka per month. 7. Administrative Expenses: There will be different administrative expenses while running the operations.

Description | Cost (In Taka) | Description of office equipment | 1600 taka per year | Salary of employees | 68000 taka per month | Office rent | 15000 taka per month | Office utilities | 3400 taka per month | Postage, Telephone etc. | 600 taka per month | Entertainment | 1000 taka per month | Stationary | 200 taka per month | Total | 88334 taka per month |

Depreciation comes from the table and chairs. Salary of trainer has been divided into 1 month. There will be an office which will cost 15000 taka and office utilities like gas, electricity, water will cost 3400 taka per month. Postage, telephone, stationary and entertainment will cost 1800 taka in total. Therefore Administrative cost will be a total of 88334 taka per month. 8. Monitoring and Evaluation (M&E): As each of the partners has different departments to cover, they will try to achieve their goals and objectives. From their goals and objectives, we can tell the progress of our business. Also sales and customer satisfaction is very important factors. Sales will be our objectively indicators of success. If our sales is up to the expectation or higher, than we can say that our business is going well. We can also take customers feedback to know about our product and their satisfaction level. It could also be an indicator. 9. Business Social Responsibility (BSR): As a company, we have some responsibilities towards the society. Giving quality product by not damaging the environment will be our main priority. So we will plant tree whenever we can. Tree plantation and beautification of nature will be our main target to fulfill social responsibility. 10. Research and Development: In research and development of our product, we will try to reduce our cost if possible. So we will prioritize on reducing our cost in future development of our product, so it will need further research. If we can produce in a higher rate, then our production cost could reduce. We have to conduct market research also. If any of our customer orders for any customized product, we have to make sure that we are producing according to customers order. Their feedback on our product could help us to improve the quality of our product. 11. Training & Development: We will hire a professional trainer from Malaysia who will give training to our employees. So they will know how to make the product efficiently and properly. Their knowledge on producing this product will increase and skill will develop through this process. Also management will gain knowledge from their practical experience of our business. We will attend different seminars and courses to increase our knowledge and give special attention to the new market trend.

VI. Financial Plan

1. Fixed Assets
The following is a comprehensive list of the fixed assets along with the associated price for the organization:

Details | Cost (BDT) | Machineries (eg: wood lathes) | 30,000 | Tools (eg: hammer, tape measures, square, saw, screw divers, brushes etc.) | 10,000 | Moving equipments | 7,000 | Furniture | 20,000 | Advance Rent | 60,000 | Vehicle | 20,000 | Total Fixed Assets | 147,000 |

2. Current Assets: Details | Cost (BDT) | Cash | 300,000 | Prepaid Expenses | 60,000 | Raw Materials | 462,600 | Total Current Assets | 822,000 | 3. The Start Up Cost: Details | Cost(BDT) | Business License | 8,000 | Legal Fees | 1,000 | Stamps Fees | 2,000 | Company Seal | 50 | Broachers & Leaflets | 5,000 | Stationery | 1,000 | Consultations | 4,000 | Misc. expenses* | 5,000 | Total | 86,050 |
*Although we spent several hours brainstorming on all the possible start up activities for the organization nonetheless we are still aware that we would incur unforeseen expenses once we set up the business. Thus, we kept a provision of Tk. 5,000 for covering such expenses.

4. Total Investment: The total required investment would be TK. 1,895,050

5. Sources of Funds:
The initial investment calls for an amount of Tk. 1,895,050. However, the vehicle necessary would be given as a grant to the organization by the managing director of the company.
The rest would be financed by availing a SME loan from BRAC Bank. The loan scheme is BRAC Bank Shokti SME loan. We would be requesting a loan of BDT 1.6 million at the interest rate of 15 percentages. The required collateral would be a fixed deposit, Ovi Julius Palma, our DMD, has with BRAC Bank for over the last 5 years. If absolutely necessary, we would either mortgage our organizations vehicle or the raw materials. We would hope to build up a strong relationship with BRAC Bank over time leveraging upon the relationship to make it ours banking partner. 6. Schedule Of loan Repayment: Schedule Of loan Repayment | Year | Loan Outstanding | Interest Expenses | Loan Repayment | Net Total | 2013 | 160000 | 240000 | | 1600000 | 2014 | 220000 | 330000 | | 2200000 | 2015 | 240000 | 360000 | | 2400000 | 2016 | | 360000 | 200000 | 2200000 |

7. Income Statement: Crossroads Billiard Co. | | Income Statement | | for the year ended 3I December 20xx | | | | | | | | | Details | 2013 | 2014 | 2015 | 2016 | | | Sales | 2,800,000 | 4,200,000 | 5,600,000 | 7,350,000 | | | less Variable Cost | 1726400 | 2589600 | 3452800 | 4531800 | | | Gross Margin | 1,073,600 | 1,610,400 | 2,147,200 | 2,818,200 | | | less Fixed Costs | 1938000 | 1938000 | 1938000 | 1938000 | | | less Depreciation | 32700 | 28630 | 25127 | 22102 | | | less Net Profit before Interest and Tax | -897,100 | -356,230 | 184,073 | 858,098 | | | less: Interest Expenses | 225000 | 330000 | 330000 | 18000 | | | Net Profit before tax | -1,122,100 | -686,230 | -145,927 | 840,098 | | | As this is a partnership company only personal income taxes apply | | |

8. Break-even Point Total Variable Cost | | | Details | BDT | | | Wood | 20000 | | | Carpenter Fees | 9000 | | | Italian Slate | 8000 | | | Wood Colour | 2000 | | | Glue | 60 | | | Screw | 200 | | | Woolen Cloth | 1000 | | | Leather | 500 | | | Aluminum | 500 | | | Colour ( for balls) | 500 | | | Resin | 1000 | | | Chemicals | 400 | | | | | | | Total Variable Cost/ Set | 43160 | | | | | | | Total Fixed Cost | | | Rent | 20000 | | | Utility | 4000 | | | Carpenter Wages(5000*4) | 20000 | | | Assistants Wages | 5000 | | | Caretaker wages | 4500 | | | Promotion | 15000 | | | Distribution | 20000 | | | Provision for bonus | 5000 | | | Salary: Front Desk Officer | 8000 | | | Quality control Manager Salary | 40,000 | | | Misc | 20000 | | | Total Fixed Cost/Month | 161,500 | | | Total Fixed Cost/Year | 1938000 | | | | | | | Cost= 1938000+43160Q | | | | Profit= 70000-Cost | | | | | | | | | | | | Break Even= 1938000/(70000-43160)=73 | | | | That is after 73 pieces of billiard set is sold Crossroads would be able to break even |

9. Balance Sheet

Crossroads Billiard Co. | | Balance Sheet | | as at 3I December 20xx | | | | | | | | | Items | | 2013 | 2014 | 2015 | 2016 | | | | | | | | | Current Assets | | | | | | | Cash | | 62,550 | 4,950 | 54,150 | 374,350 | | Raw Materials , WIP & Inventory | | 341,050 | 1,585,850 | 2,360,710 | 2,873,764 | | | | | | | | | Total Current Assets | | 403,600 | 1,590,800 | 2,414,860 | 3,248,114 | | | | | | | | | Fixed Assets | | | | | | | Specialized billiard set manufacturing machineries | | 200000 | 180000 | 162000 | 145800 | | Carpentry Machinery | | 30,000 | 27000 | 24300 | 21870 | | Tools | | 10,000 | 9000 | 8100 | 7290 | | Moving Equipments | | 7,000 | 6300 | 5670 | 5103 | | Less: Depr. (10%) | | 24,700 | 22,230 | 20,007 | 18,006 | | Furniture | | 20,000 | 16000 | 12800 | 10240 | | Vehicle | | 20,000 | 16000 | 12800 | 10240 | | Less: Depr. (20%) | | 8000 | 6400 | 5120 | 4096 | | Advance Rent | | 60,000 | 60,000 | 60,000 | 60,000 | | less Accumulated Depreciation | | 32,700 | 61,330 | 86,457 | 108,559 | | Total Fixed Assets | | 314,300 | 252,970 | 199,213 | 151,984 | | | | | | | | | Total Assets | | 717,900 | 1,843,770 | 2,614,073 | 3,400,098 | | | | | | | | | Liabilities & Owners Equity | | | | | | | Liabilities | | | | | | | Bank Loan | | 1,600,000 | 2200000 | 2400000 | 2200000 | | Interest Payable (15%) | | 240000 | 330000 | 360000 | 360000 | | | | | | | | | Owners Equity | | | | | | | Profit/Loss for the year | | -1,122,100 | -686230 | -145927 | 840098 | | | | | | | | | Total liability & owners Equity | | 717,900 | 1,843,770 | 2,614,073 | 3,400,098 |

10. Cash Flow Statement Cash Flow Statement | | | | | Details | 2013 | 2014 | 2015 | 2016 | Cash Inflow | | | | | Opening Balance | 0 | 62,550 | 4,950 | 54,150 | Sales | 2,800,000 | 4,200,000 | 5,600,000 | 7,350,000 | Loan | 1600000 | 600000 | 200000 | | Total Inflow | 4,400,000 | 4,862,550 | 5,804,950 | 7,404,150 | | | | | | Cash Outflow | | | | | Wood | 800000 | 1200000 | 1600000 | 2100000 | Carpenter Fees | 360000 | 540000 | 720000 | 945000 | Italian Slate | 320000 | 480000 | 640000 | 840000 | Wood Color | 80000 | 120000 | 160000 | 210000 | Glue | 2400 | 3600 | 4800 | 6300 | Screw | 8000 | 12000 | 16000 | 21000 | Woolen Cloth | 40000 | 60000 | 80000 | 105000 | Leather | 20000 | 30000 | 40000 | 52500 | Aluminum | 20000 | 30000 | 40000 | 52500 | Color ( for balls) | 20000 | 30000 | 40000 | 52500 | Resin | 40000 | 60000 | 80000 | 105000 | Chemicals | 16000 | 24000 | 32000 | 42000 | Rent | 240000 | 240000 | 240000 | 240000 | Utility | 48000 | 48000 | 48000 | 48000 | Carpenter Wages(5000*4) | 240000 | 240000 | 240000 | 240000 | Assistants Wages | 60000 | 60000 | 60000 | 60000 | Caretaker wages | 54000 | 54000 | 54000 | 54000 | Promotion | 180000 | 180000 | 180000 | 180000 | Distribution | 240000 | 240000 | 240000 | 240000 | Provision for bonus | 60000 | 60000 | 60000 | 60000 | Salary: Front Desk Officer | 96000 | 96000 | 96000 | 96000 | Quality control Manager Salary | 480000 | 480000 | 480000 | 480000 | Misc | 240000 | 240000 | 240000 | 240000 | Start up costs | 86050 | | | | Fixed Assets | 347000 | | | | Interest Expenses | 240000 | 330000 | 360000 | 360000 | Loan Repayment | | | | 200000 | Total Outflow | 4,337,450 | 4,857,600 | 5,750,800 | 7,029,800 | | | | | | Cash Balance | 62,550 | 4,950 | 54,150 | 374,350 |

VIII. Other Courses of action 1. Environmental Issues:
We will consider different key environmental issues which have a great importance and can play a vital role while doing business. Those key environmental issues affecting our business contain waste management, sustainable development of raw materials, ecological balance etc. We will follow an environmentally friendly policy while producing billiard board and materials to attract our customers. * Waste management: As we are manufacturing different items, in some stages there will be some wastes like plastic wastages while producing the balls. We will try to implement the recycling program with the wastes by producing other products with those. * Sustainable development of raw materials: As our main raw material is wood, it is easily available in our country for the business. It is a natural material and we will try to replace it by planting more trees. It will be seen as a good environmental citizenship act to the customers. * Ecological balance: We will try to keep ecological balance by keeping different emissions as low as possible. We will be producing in an efficient way which does not damage the environment. We are producing in a way that requires human in most parts and uses machineries in a low level, so our business falls in the lower category in terms of location and influence on environment. Initially we do not need any environment friendly waste management plant as we are producing in lower quantity. It will be necessary when we will produce in a higher number.

2. Ethical issues: As we are producing to give the highest quality to our customers, we will try to keep our price as low as possible. It is a long term business so we have to earn trust of our customers to continue our business. So have to keep our words while doing the business with the customers. We have to continue a good relationship with them in order to pursue them buying our product in future. We will be honest with our customers and build a working environment among the employees. We know there will be no profit at the start of the business but we have to wait and keep working hard to reach our goal. 3. Legal issues: There are different rules and regulations while doing a business in Bangladesh. The most basic ones are taxes, customs and revenue laws. After registering the business, we have to give taxes but it will come under consideration after we start to get some profits. Also we will follow the rules set by the government to continue our business. We will comply with existing policies, rules and regulations by just following it. Also we will choose a legal structure with partnership basics. We have to protect our business ideas through and attorney. 4. Intellectual property issue: As we are a new business, we have to protect its name and products so that in future it does not create any complications. Intellectual property (IP) are intangible assets consists of patent, design, trademark, licensing, copyright etc. To protect those, we have to identify it first. Then we will make an IP portfolio. After that we have to make sure that our IP assets are registered properly. Also there are some very important things which will come in the process. When we commercialize our IP assets, we will make arrangements to secure the ownership of our IP assets. We will make it difficult for others to properly acquire or duplicate our confidential business information. We will include confidentiality or non-disclosure and non-complete clauses in the employment agreements with our employees and business partners. We will ensure that confidential business information or trade secrets are not available on our website. 5. Working environment: We have to create a good and motivating working environment in order to get good products from our employees. So we need to maintain peace and harmony in the working environment. We will do it by following our mission and vision statements. Each employee will know about our goals and objectives. We will focus in an informal friendly relation among the employees. Also we will engage in different values and culture. Everyone will be treated equally in the company. We will raise constructive opinions from the employees to motivate them more and make them involved with the company. 6. Networking linkage/ Partnership: We have to spread our network to sell our products. So network is very important for this business. We will contact with different billiard clubs and build a good relationship with them to increase our contacts. We will maintain our good relationship so that our market will increase. There reference could be a big factor here. We will try to give some advantage to them and their club members like by giving discounts. Thus we have to manage our relationship with them to get more potential customers. 7. Safety and security issues: Good safety and security system is essential for doing a business. We have to take some precaution as well as enough security measure to make everyone safe. We will arrange training and learning session for the employees about possible emergency situations. We will provide them helmet to ensure their safety. Also there will be smoke detectors, fire extinguisher and smoking zone for the employees. There will also be a fire escape in case any emergency situation arises. Overall we will provide our employees high quality safety and security system. 8. Use of ICT: In modern business, it is the use of technology that has made work easier in a business. In our business, we will use different software to calculate our cost and revenue and to keep inventory information. We will also build a website to promote ourselves. But as our capital is not very big, we will use ICT more or less depending on the cost of the program. We will strongly focus on ICT later than the beginning to reduce our overall cost.

IX. Conclusion
In conclusion we can say one thing that with the proper vision and mission we can provide high quality Billiard board and accessories. Our main is to manufacture good quality billiard Boards and accessories. In future we want to export the Billiard board

Annex-I Financial Ratio Analysis
Income Statement Ratios Ratio | 2013 | 2014 | 2015 | 2016 | Return On Investment | -0.7013125 | -0.42889375 | -0.091204375 | 0.42381125 | Gross Profit Margin | 0.383428571 | 0.383428571 | 0.383428571 | 0.383428571 | Operating Profit Ratio & Net Profit Margin | -0.40075 | -0.163388095 | -0.026058393 | 0.092258231 | Interest Coverage Ratio | -4.987111111 | -2.079484848 | -0.44220303 | 3.767211111 |

All the ratios are signs of a positive and a healthy growth. Over time all the ratios have substantially strengthened.

Break Even Point Break Even= 1938000/(70000-43160)=73 | That is after 73 pieces of billiard set is sold Crossroads would be able to break even |

Balance Sheet Ratios: Details | | 2013 | 2014 | 2015 | 2016 | Current Ratio | | 0.5621953 | 0.862797 | 0.9237921 | 0.9553 | Net Working Capital | | 163,600 | 1,260,800 | 2,054,860 | 2,888,114 | Return on Assets | | -1.56303 | -.431374 | -0.060428 | 0.199435 | | | | | | | | | | | | | | | | | | |
Although the ratios are poor for the first three years it improves with time as it is common with industries having a high fixed cost having a poor ratio at the initial years?

Cost of Capital | 15% | Year | Cash Flow | 2013 | -1600000 | 2014 | -600000 | 2015 | -200000 | 2016 | 374350 | IRR | -36% | NPV | ($1,762,457.97) | | | Although the above data may discourage investment at the company however please do note that the data only accounts for the first 4 years of the business. The NPV would significantly improve if we take a broader time horizon as this project has a long payback period. | | | | | | | | | | | | | |